1. Culture of Innovation
2. Teamwork
It is critical for individuals to work in groups or teams to perform a task. This is because individuals may not be able to do everything by themselves. For an organization to be innovative, the organization must organize a number of tasks like operations, patenting, funding, development and invention (Robbin & Coulter2005). This is because this set of tasks or skills may not exist in one person; therefore the tasks need different people to work out on the different tasks or skills. It is vital for the organization to concentrate on improving teamwork and effective dynamics to sustain innovation.
3. The individual
It is always critical to contact each and everyone on the progress of an organization. Anthropologists often make descriptions of teams, divisions, departments and organizations. These are all units that individuals build. It is paramount for the manager to concentrate on increasing the basic building block (Robbin & Coulter2005).
4. Processes
An organization must also look into improving the processes that compel innovation. These processes are the individuals, the groups or teams and the level of the enterprise.
5. The venture
It is frequent for persons who work in teams to be opposed to changing when successful. The organization must invest in thought to develop a sustainable venture, and these may include metrics, policies, recognition and procedures (Robbin & Coulter2005).
6. Offerings
There are numerous ways to describe the process of innovation. Organizations ought to expand their capacity to ensure that massive innovations are more than mere products. The innovations ought to change the way the world operates (Robbin & Coulter2005).
7. Physical environment
An organization ought to improve on the physical environment to improve results and pave way for innovation (Drucker & Maciariello 2008).
8. Psychological climate
The necessary freedom of individuals in an organization and the mental ability to venture into new ideas are the basic factors that influence the psychological climate (Drucker & Maciariello 2008).
9. Culture of the Organization
The policies and management behaviors of an organization are the driving forces of the organizational culture. These behaviors ought to define the organizational culture.
10. Market conditions and economic environment
An elegant innovation manager does not always involve money issues when he wants to sustain experimentation, when the market is low (Drucker & Maciariello 2008).
11. Geopolitical Culture
Organizations should look into the cultures of employees, language, place of work and education. This is because all these elements make a difference when it comes to innovation (Drucker & Maciariello 2008).
2. Comparison of product and process research
In manufacturing production, a process research is when an organization assembles related tasks jointly according to practice or role they execute. An instance is whereby a machine shops that have all the drills positioned in a region of the shop and all the saws in a different region (Stoner 1982). Another instance is whereby a branch stockpiles, that has a jewels section and a shoe section.
A product research organizes tasks depending on the chain of function for a service or product. This may be an assembly column like an auto assembly column.
Process research is flexible since the apparatus is a universal function and personnel are skilled at operating the apparatus in their section. Custom work can be in the shop since the workflow does not move in a systematic mode (Stoner, 1982). Product researches are well organized but may not change the designs of the product easily. An example is the situation where demand changes to small cars, then US car manufacturers may not acclimatize their older apparatus to assemble the small engines. Some organizations adopt both concepts. These organizations update equipments to be automated and maintain other plants in semi-automation to offer flexibility to the product.
References
Drucker, P. F., & Maciariello, J. A. (2008). Management. New York, NY:
Collins.
Robbins, S. P., & Coulter, M. K. (2005). Management. Upper Saddle River, NJ: Pearson Prentice
Hall.
Stoner, J. A. F. (1982). Management. Englewood Cliffs, N.J: Prentice-Hall.
